Robert Bosch (France) S.A.S – Rodez plant - EFQM

Robert Bosch (France) S.A.S – Rodez plant
PRIZE WINNER IN CONTINUOUS LEARNING, INNOVATION & IMPROVEMENT
ORGANISATION PROFILE
� Country: France
� Number of employees: 2000
� Turnover: 260 000 000 Euro
� Sector: Automotive supplier – Fabricated metal products
� Track record in Awards:
� Recognised for Excellence 2007 +500 points
APPLICANT OVERVIEW
Robert Bosch (France)
S.A.S. (RBFR), a subsidiary
of the Bosch Group,
mainly markets and
manufactures automotive
components. Since July 1st
2008, the Bosch Group has
consolidated all of its
automotive activities in
France within this
subsidiary. It currently
employs around 6,000
staff, 2,000 of which are
based on the RzP site. Manufacturing is made up of four production centres, each
of which has its own workshops and management team. They are managed in
profit centres, and are responsible for the ordering process. They produce Injection
pumps, Injection nozzles, Glow plugs and Common Rail injectors. Products are
exported all over the world and target two types of markets:
• 93% of the turnover (20.5 million parts) is sold to the Group's Original Equipment
Manufacturer (OEM),
• 7% of the turnover (8 million parts) supplies the aftermarket through Automotive
Aftermarket (AA).
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ROLE MODEL AREAS
Role Model Area – Continuous learning, innovation and improvement
Approach
The applicant has implemented a comprehensive management system – so called
“Bosch Production System (BPS)” – with a huge set of toolboxes like, CIP
(Continuous Improvement Process), cockpits‐charts, Ishikawa, six sigma, 5S, IT‐
systems and databases and so on to continuously improving the product quality
and process performance.
The best practice approach is to combine (a) the methodologies of learning,
innovation and improvement with (b) the people working in the business processes
and (c) with adequate technologies and instruments.
Deployment
BPS is deployed throughout the whole company, for all products and processes;
from the top management to shop floor level. All leaders and almost all employees
are trained in a specific internal BPS training centre.
BPS is for the applicant not just a methodology but rather a part of its culture. Not
only the manufacturing processes but also BPS is a kind of core competence of the
applicant. It was really a pleasure to participate in a CIP group session with six
employees and to see how they solved a technical problem within only one hour.
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Assessment and Review
Indicators and cockpits‐charts for
measuring the effectiveness and
efficient are in place; partnership
contracts with universities and
3rd parties are implemented to
learn from each other.
Knowledge is also shared with
Group partners. Many examples
are given how the applicant is
improving its approach (e.g. a
STeP‐up program has started for
the shopfloor team‐leaders to
facilitate teams as moderators).
Impact on performance
� Reducing failure rate (less than 5 parts per million)
� Increasing productivity
� Increasing quality and customer satisfaction
� Lead plant for some technologies and products
� Contact person � Mrs Claire Champel‐Peter
� Project Leader "Business Excellence"
� Address � ZI de Cantaranne ‐ BP 3212 Onet le Château
RODEZ – 12032
France
� Telephone � +33 565 67 94 95
� E‐mail � claire.champel@fr.bosch.com
� Website � http://www.bosch.fr
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